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In 2012, Syngenta, one of the world's largest agricultural input companies, committed to build a $1 billion business in Africa over the next 10 years. In mid-2014, CEO Michael Mack and Africa Venture Team head Dimitri Pauwels are reviewing progress. Was the company's commitment to Africa still relevant and achievable?

South Korea's economic success and its transition from authoritarianism to democracy teach important lessons in national strategy and political economy. Now, though, its famous chaebols may need reform, the population is aging, and relations with the North are as tense as ever. What should the country's leaders do?

The Dutch company HEINEKEN, one of the leading global brewers known for its brands like Heineken, Amstel, and Desperados and for its award-winning marketing campaigns, seeks to closely integrate its long-term sustainability "Brewing a Better World" approach into its corporate strategy. HEINEKEN had set itself ambitious 2015 and 2020 sustainability targets in six pillar areas around energy/CO2, water, sustainable sourcing, responsible consumption, community/inclusive growth, and health and safety. The case focuses on HEINEKEN's efforts in the sustainable sourcing pillar, with its work on farming standards and supplier code as well as its support for local sourcing programs in the growing African market. HEINEKEN's management finds that marketing its achievements in these sustainability areas poses new challenges though. For example, its current "mass-balance" sourcing, in which sustainable and traditional material got mixed in the supply chain, did not allow for effective communication on a given bottle. But was this reason enough to try to move to "segregated" sourcing, if that was even reasonable?